Tuesday, 31 December 2019

Study note on academic ideas about future city


Study note on academic ideas about future city


Academic ideas are bolded

Peter Eisinger. “Detroit Futures: Can the City Be Reimagined?” City & Community 14:2 June 2015.

“Many Detroit business and political leaders, as well as many ordinary citizens, believe that the city can be restored to vitality. At least four visions of the future city animate their efforts: the city as a great international model for green planning and technology leadership, the city as an entertainment destination, the city as a metropolitan center, and the city as a pioneer destination on the urban frontier. As these visions have simultaneously played out, they have perhaps improved daily life in Detroit in the last decade, but each is finally a partial and inadequate vision. None speaks directly to the interests of the bulk of the city’s working class and poor population. Some of the visions lack sufficient scale relative to the city’s problems, and some cannot be realized for lack of resources. All of these visions finally represent failures of city-building”;



Shahed Khan, Atiq Uz Zaman. “Future cities: Conceptualizing the future based on a critical examination of existing notions of cities” Cities 72 (2018) 217–225.

Assigning labels to cities that evoke desirable features has become increasingly popular in recent years with city administrators promoting various notions of the desired city. This article examines the various labels used to classify cities and identifies the key characteristics that each label tends to highlight. It is contended that as proponents of variously labelled cities pursue certain aspects of sustainability, their focus may be too narrow to cover the broad spectrum of sustainability. A literature review of various notions of desirable cities promoted under various labels suggests that cities of the future would need to be dynamic and intelligent in every aspect of social, economic and environmental sustainability. Therefore, it is important that all aspects of sustainability are considered in envisioning the desired future in which to conceptualize the cities of the future. It can be assumed from the past trends of urbanization that future cities will continue to uphold and build upon common goals and values of existing cities such as promoting pleasant urban form, community engagement, economic opportunities, and technological advancement and cultural diversity”;

“The key constituents of a city, which are people, infrastructure, institutions and services, haven't changed significantly from the time of the ancient city of Jericho developed nearly 9000 BCE near the Jordan River in the West Bank, to the twenty first century city of Masdar initiated in 2006 near Abu Dhabi (Mark, 2014; Reiche, 2010)”;

“The increasing awareness of adverse effects of infrastructure development
on the ecosystem that eventually affect citizens' welfare will necessitate cross-sectoral development approaches for future cities to assess and mitigate them. Enhanced technological capacity to promote further synergies between the natural and built environments will enable planners to seriously consider the interrelationship of urban form with its environmental factors, promoting closed-loop urban resource flows. Cities are most likely to pursue industrial production systems that are restorative by design and promote collaborative consumption practices”;


Ilaria Zambon, Pere Serra, Massimiliano Bencardino, Margherita Carlucci & Luca Salvati (2017) Prefiguring a future city: urban growth, spatial planning and the economic local context in Catalonia, European Planning Studies, 25:10, 1797-1817, DOI: 10.1080/09654313.2017.1344193.

Urban expansion has inevitably transformed urban and rural landscapes, altering the spatial configuration of cities and regions, with negative environmental and socio-economic consequences (Abelairas-Etxebarria & Astorkiza, 2012; Almeida, Condessa, Pinto, & Ferreira, 2013; Camagni, Gibelli, & Rigamonti, 2002; Petrov, Lavalle, & Kasanko, 2009)”;

Trend Impact Analysis (TIA) and Cross-Impact Analysis (CIA) arewell known and largely used scenario planning methodologies (Bradfield, Wright, Burt, Cairns, & Van Der Heijden, 2005). These methodologies evolved out of the fact that traditional forecasting methods relied on the extrapolation of historic data without considering the effects of unprecedented future events. The concept of TIA and CIA involves four steps: (i) historical urban data are collected; (ii) an algorithm is used to select specific curve-fitting historical data and extrapolate this to generate surprise-freefuture trends; (iii) a list of unprecedented future events which could cause deviations from the extrapolated trend is developed and (iv) expert judgements are then used to identify the probability of occurrence of these unprecedented events as a function of time and their expected impact, to produce adjusted extrapolations. Specific land-use approaches based on scenario-building have been developed in recent decades (Dammers, 2010; Gantar & Golobic, 2015; Stewart, 2008). Their application covers issues such as land-use planning, science and technology policy, organizational future-orientation and societal challenges (Dufva, Könnölä, & Koivisto, 2015; Shearer, 2005; Xiang & Clarke, 2003). They have several purposes: (i) to enrich the political debate, highlighting future territorial challenges; (ii) to engage with policy-makers in the identification of major priorities, providing integrated decision support frameworks; (iii) to anticipate patterns and processes of change and (iv) to foresee appropriate decisions, actions and policies (Silva & Clarke, 2002; Uotila, Melkas, & Harmaakorpi, 2005;Wiek, Binder, & Scholz, 2006). Moreover, these approaches assess the interaction between human and natural environments with the objective of identifying causes, mechanisms and consequences of land-use dynamics, such as urbanization (Chaudhuri & Clarke, 2014)”;


Study note on academic ideas about product management


Study note on academic ideas about product management


Academic ideas are bolded


David C. Roach. “The impact of product management on SME performance” Journal of Small Business and Enterprise Development Vol. 18 No. 4, 2011
pp. 695-714.

Product management as an organizational concept has been around for over a century in various forms (Katsanis and Pitta, 1995). This boundary spanning capability has a long history of management practice stemming back to the late nineteenth century, with the organizational structure eventually formalized by Proctor and Gamble in the early 1930s (Katsanis and Pitta, 1995; Sands, 1979; Dominguez, 1971). This system, which treated the product as the focal point of the management structure, became the standard in most large consumer product organizations and many industrial companies in the 1960s (Sands, 1979; Buell, 1975)”;

One of the classic boundary spanning activities is the nurturing of shared cross-functional understanding of customer needs. It requires a culture that breaks down the barriers between such functional areas as sales, marketing, engineering and R&D to solve customer problems. This can be particularly important for SMEs, since the ability to deliver superior products and services is the foundation of many small firm niche strategies (Pelham, 1997)”;


Axel Johne (1986) Substance versus trappings in new product management, Journal of Marketing Management, 1:3, 291-301, DOI: 10.1080/0267257X.1986.9963991.

NPD [new product development] spans a wide set of management tasks which range from business development (radical product innovation) to product improvement (incremental product innovation)”;

“Like most complex activities the development of new products is not an instantaneous act but a series of activities which occur over time. The actual activities involved have been variously conceptualised as is shown in Table 4. We would suggest that underlying the span of activities shown in Table 4 are three main phases of activity: (1) product planning, (2) product initiation, and (3) product implementation. Planning embraces how the firm determines product markets in which to compete and how alternative new product propositions are evaluated. Initiation embraces idea generation and their development and testing in concept. Implementation embraces product development proper, including test marketing and commercialisation”;



Brian D. Stevenson. “PRODUCT MANAGEMENT IN CORPORATE BANKING” International Journal of Bank Marketing, 1 January 1989, MCB University Press.

In its purest form, product managers are concerned with the elements of the marketing mix. As such, they should be responsible and accountable for the performance of their products in the following areas:
• pricing and profitability;
• promotion and advertising:
• delivery and distribution;
• training, and
• product design”;

Product Management Process : The ingredients of the process are shown in Figure 1, the key elements of which comprise a number of
aspects, namely: Competitor Monitoring ... Technology Monitoring... Legal/Regulatory/Tax Change Monitoring... Market Research...
Pricing Policy.... Operational Support (Production)... 



John A. Quelch, Paul W. Farris, James Olver. “THE PRODUCT MANAGEMENT AUDIT: DESIGN AND SURVEY FINDINGS” THE JOURNAL OF CONSUMER MARKETING. Vol. 4 No. 3 Summer 1987: 45-58.

Why are product managers under more time pressure? Why is the job more complex than ever before?
• With annual population growth running at only 0.8 percent, many consumer goods companies are trying to increase sales by capturing market share through new products targeted at narrow market segments rather than at the mass market. Reflecting greater demographic heterogeneity, the consumer marketplace that the product manager has to deal with is becoming more fragmented and complex as a result.
• At the same time, more concentrated and sophisticated channels of distribution are now equipped with product movement information from retail check-out scanners and are in a stronger bargaining position with manufacturers than ever before”;





Study note on academic ideas about urbanization


Study note on academic ideas about urbanization



Academic ideas are bolded


Michael Dear and Steven Flusty. 1998. “Postmodern Urbanism” Annals of the Association of American Geographers, 88(1), pp. 50–72.

From Chicago to Los Angeles It has been a traditional axiom of classical writing about the city that urban structures are the domain of reason (Jonathan Raban 1974:157). The Chicago School General theories of urban structure are a scarce commodity. One of the most persistent models of urban structure is associated with a group of sociologists who flourished in Chicago in the 1920s and 1930s. According to Morris Janowitz, the “Chicago School” was motivated to regard the city “as an object of detached sociological analysis,” worthy of distinctive scientific attention: The city is not an artifact or a residual arrangement. On the contrary, the city embodies the real nature of human nature. It is an expression of mankind in general and specifically of the social relations generated by territoriality (Janowitz 1967:viii–ix). The most enduring of the Chicago School models was the zonal or concentric ring theory, an account of the evolution of differentiated urban social areas by E.W. Burgess (1925). Based on assumptions that included a uniform land surface, universal access to a single-centered city, free competition for space, and the notion that development would take place outward from a central core, Burgess concluded that the city would tend to form a series of concentric zones. (These are the same assumptions that were later to form the basis of the land-rent models of Alonso,Muth, et al.) The main ecological metaphors invoked to describe this dynamic were invasion, succession, and segregation, by which populations gradually filtered outwards from the center as their status and level of assimilation progressed. The model was predicated on continuing high levels of inmigration to the city. At the core of Burgess’s schema was the Central Business District (CBD), which was surrounded by a transitional zone, where older private houses were being converted to offices and light industry or subdivided to form smaller dwelling units. This was the principal area to which new immigrants were attracted, and it included areas of vice and generally unstable or mobile social groups. The transitional zone was succeeded by a zone of working-men’s homes, which included some of the oldest residential buildings in the city and stable social groups. Beyond this, newer and larger dwellings were to be found, occupied by the middle classes. Finally, the commuters’ zone extended beyond the continuous built-up area of the city where a considerable portion of the zone’s population was employed”;


Nora Libertun de Duren. “The National Embeddedness of Urbanization Trajectories” City & Community 10:4 December 2011.

“... the links between cities and the nation-state are often neglected in recent studies of urban change. This is not to say that globalization is not one of the most relevant phenomena to understanding urbanization today. In the early nineties, urban scholars studied globalization through the analysis of “world cities,” which became the lens through which one could disclose the workings of globalization itself (Fainstein, Gordon, and Harloe 1992; Marcuse 1993; Friedman 1986; Sassen 1991; Castells 1989; Hall 1998). Since then, theories of globalization have evolved, allowing the study of urban networks even when the scholars challenge the conventional global-to-national-to-urban hierarchy (Taylor 2004; Davis 2005)”;

“Above and beyond facing similar challenges, cities—as opposed to nations or rural areas—have a complexity and a distinctive internal logic in the way that they transform themselves which justifies them as an object of study. They become a unity or system in the sense that Robert Park (1915, pp. 577–578) defined the city . . . the place and the people, with all the machinery, sentiments, customs, and administrative devices that go with it, public opinion and street railways, the individual man and the tools that he uses, as something more than a mere collective entity. We may think of it as a mechanism – a psychological mechanism – in and through which private interests find corporate expression. Insofar as the consequences of globalization and the specificity of urban systems warrant studying cities per se, the lessons learned in one urban setting become a point of reference for other urban settings too”;


Adrian Atkinson (2015) Asian urbanisation, City, 19:6, 857-874, DOI: 10.1080/13604813.2015.1090188.

Urbanisation is progressing in Asia at breakneck speed, producing almost overnight city regions sprawling vast distances into the peri-urban countryside. As they grow, in unplanned ways, so the problems deepen. The provision of all manner of infrastructure lags increasingly behind with consequent problems of traffic gridlock, seriously inadequate sanitation and, in coastal cities, increasing flooding where the impact of climate change threatens to render whole urban neighbourhoods unliveable. Meanwhile super-rich minorities are emerging where, nevertheless, poverty is—temporarily—kept at bay and a vast mass of new middle classes are attempting to live the modern consumer life amidst rampant corruption that expresses itself particularly in massive oversupply of upper income housing that few can afford with whole developments remaining permanently vacant. Ho Chi Minh City in Vietnam is a typical case where currently a kind of euphoria is palpable where much of the population feel they have arrived in the modern consumer world. Whilst officialdom projects growth in all dimensions to be continuing into even the more distant future, one may be sceptical that this can, in reality, continue for much longer”; [Asian urbanisation progression]


Sunday, 29 December 2019

Difference between zone 2 and zone 3b components in the agile literature review approach

Difference between zone 2 and zone 3b components in the agile literature review approach (ALRA):


Zone 2 ["existing" organizational capabilities] components are about evaluating existing capabilities of an organization while zone 3b are about evaluating ongoing and proposed change initiatives in an organization. Thus, one can come up with a zone 2 component on "to evaluate the target cost management (TCM) capability" of a company if TCM is an existing activity in the company and the evaluation is on the existing TCM capability of the company. 

If the researcher's intention is to evaluate what needs to be done to build up new TCM capability in the company, it is a zone 3b (solutions-related) component, not a zone 2 component.

Saturday, 28 December 2019

A study note on knowledge-uncertainty-based learning regarding strategic management


A study note on knowledge-uncertainty-based learning regarding strategic management



Issues and related key words in Strategic Management research: a sample of academic articles, sorted in chronological order
Years of publication
Issues and knowledge gaps as recognized in strategic management academic articles: extracts from the Strategic Management Journal
Key words involved
Article 1

1998




A ‘customer orientation’ has been criticized for contributing to many things including incremental and trivial product development efforts (Bennett and Cooper, 1979), myopic R&D programs (Frosch, 1996), confused business processes (Macdonald, 1995), and even a decline in America’s industrial competitiveness (Hayes and Wheelwright, 1984). Christensen and Bower (1996: 198) add their voices to this chorus in their analysis of the impact of disruptive technologies on industry evolution when they conclude that ‘firms lose their position of industry leadership % because they listen too carefully to their customers.’ However, these views are seemingly at odds with the marketing concept that is the foundation of modern marketing. The marketing concept says that an organization’s purpose is to discover needs and wants in its target markets and to satisfy those needs more effectively and efficiently than competitors”;

STANLEY F. SLATER1* AND JOHN C. NARVER. 1998. “RESEARCH NOTES AND COMMUNICATIONS:  CUSTOMER-LED AND MARKET-ORIENTED: LET’S NOT CONFUSE THE TWO” Strat. Mgmt. J., 19: 1001–1006.
Customer orientation
Article 2

1998



Diversification by firms into unfamiliar product– markets is typically achieved by internal development of a new business from ground up, by acquisition of an existing business in the destination industry, or by some combination of these two basic approaches. These different entry modes often pose radically different options for firms contemplating diversification (cf. Yip, 1982).1 Recognizing that how entry is made is an important consideration for diversifying firms, some researchers have examined the motivations for and tendency of firms to rely generally on either acquisitive or de novo mode (Amit, Livnat, and Zarowin, 1989; Lamont and Anderson, 1985), and some others have empirically tested the consequences of preferred mode for aggregate firm performance (Simmonds, 1990; Busija, O’Neill, and Zeithaml, 1997). In the main, concern in these studies has been with determining the characteristics of firms that are more likely to pursue one mode over the other. In addition, a few studies have also theorized about and empirically examined factors that may drive the choice of either mode when the circumstances surrounding individual entries are known (Chatterjee, 1990; Yip, 1982)”;

ANURAG SHARMA. 1998. “MODE OF ENTRY AND EX-POST PERFORMANCE” Strat. Mgmt. J., 19, 879–900.

Article 3

1998




Despite an unabated stream of research on strategic groups across a wide range of industries, there is still little agreement over the research findings. Critics question whether strategic groups exist and point to the absence of consistent links between strategic groups and profits.1 Others complain of limited theoretical development, the ad hoc nature of key concepts, poor model specification, and problems of measurement.2 Perhaps the most critical concern is whether the study of intraindustry groups provides any information that cannot be gleaned from the study of industries and individual firms”;

DAVID DRANOVE1, MARGARET PETERAF2 and MARK SHANLEY. 1998. “DO STRATEGIC GROUPS EXIST? AN ECONOMIC FRAMEWORK FOR ANALYSIS” Strat. Mgmt. J., 19: 1029–1044.

Article 4

2000


Two broad classes of explanations have been offered to explain the formation of interfirm linkages or alliances between potential competitors.1 One set of explanations has focused on the strategic or resource needs of firms. According to this perspective firms form linkages to obtain access to needed assets (Hagedoorn and Schakenraad, 1990; Harrigan, 1988; Nohria and Garcia-Pont, 1991), learn new skills (Baum, Calabrese, and Silverman, 2000; Hennart, 1988; Kogut, 1988; Powell, Koput, and Smith-Doerr, 1996), manage their dependence upon other firms (Pfeffer and Salancik, 1978), or maintain parity with competitors (Garcia-Pont and Nohria, 1999). Thus, linkage formation reflects firms’ inducements or incentives to collaborate. A second set of explanations of alliance formation behaviour has come from the structural sociological perspective and has argued that the patterns of observed interfirm linkages reflect the prior patterns of interfirm relationships (Gulati, 1995b, 1999; Gulati and Gargiulo, 1999; Walker, Kogut, and Shan, 1997). According to this view, a firm’s ability to form new relationships is determined by the set of opportunities provided by its position in the prior network structure. Although both perspectives provide insights into linkage formation behavior, neither approach provides a complete explanation. Researchers from the strategic needs or inducements perspective have often assumed, implicitly or explicitly, that the availability of opportunities is not a constraint and that the supply of linkage partners is infinitely elastic (Arora and Gambardella, 1990; Hagedoorn and Schakenraad, 1990). The validity of this assumption is debatable”;

GAUTAM AHUJA. 2000. “THE DUALITY OF COLLABORATION: INDUCEMENTS AND OPPORTUNITIES IN THE FORMATION OF INTERFIRM LINKAGES” Strat. Mgmt. J., 21: 317–343.

Article 5

2001




As joint ventures (JVs) have become more central to parent firms’ corporate and international strategies, managing JV dynamics has also increased in importance. How ventures evolve and ultimately terminate are relevant strategy concerns since they affect parent firms’ boundaries, resource allocation and development, and market commitments. However, little is known about the consequences of JV dynamics for collaborators, chiefly because of the literature’s historical focus on JV formation issues (e.g., Doz, 1996). The resulting gap in understanding about JVs is significant because the management of post-formation stages of collaboration may have an important bearing on the total value the firm derives or sacrifices from partnering (e.g., Doz and Hamel, 1998)”;

JEFFREY J. REUER. 2001. “FROM HYBRIDS TO HIERARCHIES: SHAREHOLDER WEALTH EFFECTS OF JOINT VENTURE PARTNER BUYOUTS” Strat. Mgmt. J., 22: 27–44.

Article 6

2007




Recent scholarship stresses that business enterprises consist of portfolios of idiosyncratic and difficult-to-trade assets and competencies (’resources’). 1 Within this framework, competitive advantage can flow at a point in time from the ownership of scarce but relevant and difficult-to-imitate assets, especially know-how. However, in fast-moving business environments open to global competition, and characterized by dispersion in the geographical and organizational sources of innovation and manufacturing, sustainable advantage requires more than the ownership of difficult-to-replicate (knowledge) assets. It also requires unique and difficult-to-replicate dynamic capabilities. These capabilities can be harnessed to continuously create, extend, upgrade, protect, and keep relevant the enterprise’s unique asset base”;

DAVID J. TEECE. 2007. “EXPLICATING DYNAMIC CAPABILITIES: THE NATURE AND MICROFOUNDATIONS OF (SUSTAINABLE) ENTERPRISE PERFORMANCE” Strat. Mgmt. J., 28: 1319–1350.

Article 7

2009


How are resources exchanged and status utilized between partners in strategic alliances? What are the performance implications of such exchange mechanisms for parent firms? The economic rationale for resource needs and the sociological justification for status seeking represent two major streams of research in strategic alliances, especially in the partner selection process. Researchers who subscribe to the resource-based view (RBV) argue that resources of particular interest in alliances include financial capital, technical capabilities, managerial capabilities, and other relevant assets (Hitt et al., 2000). Partners should be sufficiently differentiated to provide missing elements or new/complementary capabilities (Osborn and Hagedoorn, 1997). Firms search for alliance partners with resources that they can leverage and integrate to create synergy (Das, Sen, and Sengupta, 1998; Lin, Yang, and Demirkan, 2007). Researchers who rely on the institutional perspective instead argue for a normative rationality of partner selection, contending that alliances are formed for the conformity of social justification and social obligation (Zukin and Dimaggio, 1990)”;

ZHIANG (JOHN) LIN,1* HAIBIN YANG,2 and BINDU ARYA. 2009. “ALLIANCE PARTNERS AND FIRM PERFORMANCE: RESOURCE COMPLEMENTARITY AND STATUS ASSOCIATIONStrat. Mgmt. J., 30: 921–940.

Article 8

2009




As interest in alliance capability has grown, we see two streams of research emerge over time that address different, but equally important, issues related to this subject. The first research stream focuses on how alliance capability develops in firms and investigates mechanisms that explain or lead to it (Anand and Khanna, 2000; Kale, Dyer, and Singh, 2002; Kale and Singh, 2007). A second research stream investigates what elements constitute a firm’s alliance capability (Gulati, 1998), rather than study how it develops in firms. Within this stream, the constituent elements of alliance capability are being studied at two different levels: One set of scholars is focusing on a firm and its entire portfolio of alliances, and examining skills that comprise a firm’s capability to manage such a portfolio of alliances— they refer to it as alliance portfolio capability (Hoffmann, 2007). On the other hand, a second set of scholars is focusing on individual alliances in firms and trying to understand elements that comprise its capability to handle or manage any individual alliance (Doz, 1996; Dyer and Singh, 1998)”;

MELANIE SCHREINER,1 PRASHANT KALE,2* and DANIEL CORSTEN. 2009. “WHAT REALLY IS ALLIANCE MANAGEMENT CAPABILITY AND HOW DOES IT IMPACT ALLIANCE OUTCOMES AND SUCCESS?” Strat. Mgmt. J., 30: 1395–1419.

Article 9

2010



A hypercompetitive industry is ‘characterized by intense and rapid competitive moves, in which competitors must move quickly to build advantage and erode the advantage of their rivals’ (D’Aveni and Gunther, 1994: 217–218). Frequent, bold, and aggressive competitive moves of rivals create a condition of constant disequilibrium and change (D’Aveni and Gunther, 1994). In the battle for king of the hill, challengers quickly climb performance peaks to dethrone the leaders (Ferrier, Smith, and Grimm, 1999; Smith, Ferrier, and Grimm, 2001), only to find out in a few years that they are dethroned by new challengers. Performance rank orders of firms change frequently (McAfee and Brynjolfsson, 2008). Proponents argue that a wide range of industries has exhibited hypercompetition in recent decades (Thomas, 1996; Wiggins and Ruefli, 2005). Skeptics argue that ‘hypercompetition is a self-inflicted wound, not the inevitable outcome of a changing paradigm of competition’ (Porter, 1996: 61). Some studies do not find empirical evidence supporting broad-based, long-term increases in hypercompetition (Castrogiovanni, 2002; McNamara, Vaaler, and Devers, 2003). They argue that hypercompetition may be limited to a subset of high-technology industries”;

CHI-HYON LEE,1* N. VENKATRAMAN,2 HU¨ SEYIN TANRIVERDI,3 and BALA IYER. 2010. “COMPLEMENTARITY-BASED HYPERCOMPETITION IN THE SOFTWARE INDUSTRY: THEORY AND EMPIRICAL TEST, 1990–2002” Strat. Mgmt. J., 31: 1431–1456.

Article 10

2011




This study analyzes differences in the innovativeness of subsidiaries of foreign multinational enterprises (MNEs) in comparison to domestic companies competing in the same country. There appear to be two conflicting views. On the one hand, some research has argued that subsidiaries of foreign MNEs (henceforth, ‘subsidiaries’) are at a disadvantage in comparison to domestic firms because they suffer from a cost of doing business abroad (Hymer, 1976) or a liability of foreignness (Zaheer, 1995). On the other hand, other studies assume that subsidiaries have a technological advantage over domestic firms because the former receive knowledge and technology from the MNE (e.g., Buckley and Casson, 1976; Vernon, 1966). Unfortunately, no studies have compared their innovativeness and, thus, we still debate about whether they differ and why, and we are unable to provide managers with proper guidance”;

C. ANNIQUE UN. 2011. “RESEARCH NOTES AND COMMENTARIES THE ADVANTAGE OF FOREIGNNESS IN INNOVATION” Strat. Mgmt. J., 32: 1232–1242.

Article 11

2013




Firm performance hinges on the efficient and effective management of productive resources using knowledge-based routines. Do these resource management capabilities interact positively with resource quality and, thus, synergistically determine performance? A common perception is that there must be complementarities to be harnessed among resources and that by identifying and exploiting these, managers can add value to the firm. There is, however, no strong theoretical basis for this view. Indeed, while the independent effects of resources and resource management might be positive, there may be no synergies, or worse, such interactions might be negative”;

MARCO D. HUESCH. 2013. “ARE THERE ALWAYS SYNERGIES BETWEEN PRODUCTIVE RESOURCES AND RESOURCE DEPLOYMENT CAPABILITIES?” Strat. Mgmt. J., 34: 1288–1313.

Article 12

2013


How does deregulation affect strategic choice? Regulation puts restrictions on firm behavior. Economic regulation, for example, puts restrictions on firm decisions over price, quantity, entry, and exit (Smith and Grimm, 1987). Accordingly, one would naturally expect deregulation to open up previously untapped opportunities with few or no regulatory constraints. For instance, regulation might stifle incentives to innovate and differentiate, with deregulation opening up a new horizon in these directions. Despite the increasing deregulation of formerly regulated industries, such as telephone, natural gas, railroad, and electric power, relatively little attention has been paid to this subject in the strategic management literature (Delmas, Russo, and Montes-Sancho, 2007; Haveman, 1993; Reger, Duhaime, and Stimpert, 1992; Russo, 1992; Silverman, Nickerson, and Freeman, 1997; Smith and Grimm, 1987; Walker, Madsen, and Carini, 2002; Zajac and Shortell, 1989)”;

EUN-HEE KIM. 2013. “DEREGULATION AND DIFFERENTIATION: INCUMBENT INVESTMENT IN GREEN TECHNOLOGIES” Strat. Mgmt. J., 34: 1162–1185.